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Show Results For
-
All HBS Web
(3,358)
- People (36)
- News (814)
- Research (1,567)
- Events (1)
- Multimedia (26)
- Faculty Publications (917)
- 19 Jan 2010
- Sharpening Your Skills
Sharpening Your Skills: Managing the Economic Crisis
Sharpening Your Skills dives into the HBS Working Knowledge archives to bring together articles on ways to improve your business skills. Questions To Be Answered: How do I lead in a crisis? What roles does the Board play? What are the...
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Keywords:
by Staff
- 2016
- Book
Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work
Part of a manager's job is making tough calls, and the hardest challenge can be resolving "gray area” problems—situations in which analysis of the numbers, facts, and data fails to provide a clear answer. Gray areas test not only managers’ skills but also their...
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Badaracco, Joseph L. Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work. Harvard Business Review Press, 2016.
- 26 Sep 2023
- Book
Digital Strategy: A Handbook for Managing a Moving Target
excitement and the growing enthusiasm, at times even the frenzy, about these new phenomena, on the grounds of the pressing demands on managers to deal with the new reality and on academics to understand these phenomena. “Existing strategy...
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- February 2008 (Revised November 2008)
- Case
Global Talent Management at Novartis
By: Jordan Siegel
This case tackles the topic of global talent management. It can be used to analyze the performance measurement, incentive, and talent development system used at a major multinational company. This case can also be used to analyze the extent to which this system should...
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Keywords:
Talent and Talent Management;
Developing Countries and Economies;
Multinational Firms and Management;
Performance Evaluation;
Motivation and Incentives;
Adaptation
Siegel, Jordan. "Global Talent Management at Novartis." Harvard Business School Case 708-486, February 2008. (Revised November 2008.)
- May 2019 (Revised April 2021)
- Background Note
Managing Talent Pipelines in the Future of Work
By: William R. Kerr, Joseph B. Fuller, Manjari Raman and Carl Kreitzberg
In the face of a rapidly-changing economy, organizations that wish to compete in the future of work must develop strategies for acquiring, retaining, and developing talent for their organizations. This primer reviews the major trends shaping jobs, workplaces, and...
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Keywords:
Future Of Work;
Talent and Talent Management;
Experience and Expertise;
Demographics;
Labor;
Problems and Challenges;
Risk and Uncertainty;
Quality;
Supply Chain
Kerr, William R., Joseph B. Fuller, Manjari Raman, and Carl Kreitzberg. "Managing Talent Pipelines in the Future of Work." Harvard Business School Background Note 819-131, May 2019. (Revised April 2021.)
Building foundations for leaders' development through the personalization of management learning.
Many MBA and executive education courses claim to "transform" managers into leaders. This study focuses on what it takes for management education to deliver on that promise and truly foster the transformational learning that enables leadership...
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- 24 Oct 2007
- Sharpening Your Skills
Sharpening Your Skills: Managing Innovation
Sharpening Your Skills dives into the HBS Working Knowledge archives to bring together articles on ways to improve your business skills. Questions to be answered: Can innovation and creativity be managed? Where do creative ideas come...
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- July 1999
- Background Note
Management Development Plan In A Family Business, The
By: John A. Davis
Defines management development objectives for family members employed in their family business. Outlines a process of putting these individuals on a career path to provide them with needed developmental experiences while respecting the broader needs of the...
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Keywords:
Family Business;
Goals and Objectives;
Management Practices and Processes;
Organizations;
Leadership Development;
Experience and Expertise
Davis, John A. "Management Development Plan In A Family Business, The." Harvard Business School Background Note 800-009, July 1999.
- 17 Feb 2003
- Research & Ideas
Rating Fund Managers by the Company They Keep
data helping managers, it depends on how they use it. The most obvious application is for managers to try to copy their more skilled colleagues. This could be an effective strategy, and lead to more...
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by Ann Cullen
- Teaching Interest
Managing Human Capital: Keeping Hope Alive in Organizations (Not offered 2013-2014)
Managing Human Capital has been specifically designed to teach practical skills for the general manager who seeks to manage both other people and his or her own career with optimal effectiveness. Any and all students who believe they will need to effectively manage... View Details
- Article
Managing a Polarized Workforce: How to Foster Debate and Promote Trust
By: Julia A. Minson and Francesca Gino
One of the toughest challenges leaders face is managing diverse perspectives—and given heightened tensions over politics and movements such as #MeToo and Black Lives Matter, that’s more difficult today than ever before. At the same time, productive disagreement and...
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Keywords:
Polarization;
Employees;
Perspective;
Interpersonal Communication;
Organizational Culture;
Trust
Minson, Julia A., and Francesca Gino. "Managing a Polarized Workforce: How to Foster Debate and Promote Trust." Harvard Business Review 100, no. 2 (March–April 2022): 63–71.
- July 2008
- Exercise
Information Use by Managers in Decision Making: A Team Exercise
By: Amy C. Edmondson and Ann Cullen
The purpose of this exercise is to explore the challenges of information collection and analysis. Students will, experientially, gain insights into how information is used and be exposed to a framework for identifying and evaluating information. In addition, the...
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Keywords:
Competency and Skills;
Decision Making;
Knowledge Use and Leverage;
Managerial Roles;
Business Processes;
Groups and Teams
Edmondson, Amy C., and Ann Cullen. "Information Use by Managers in Decision Making: A Team Exercise." Harvard Business School Exercise 609-027, July 2008.
- 1998
- Chapter
Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles
By: C. A. Bartlett and S. Ghoshal
Bartlett, C. A., and S. Ghoshal. "Beyond the Russian Doll Management Model: New Personal Competencies for New Management Roles." In Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation, edited by Donald Hambrick, David Nadler, and Michael Tushman, 70–97. Boston, MA: Harvard Business School Press, 1998.
- August 2010
- Article
Antitrust—What Role for Strategic Management Expertise?
By: Felix Oberholzer-Gee and Dennis A. Yao
Oberholzer-Gee, Felix, and Dennis A. Yao. "Antitrust—What Role for Strategic Management Expertise?" Boston University Law Review 90, no. 4 (August 2010): 1457–1478.
- October 1998
- Case
CRA Managed Care, Inc. (C)
By: Myra M. Hart and Susan Harmeling
Chronicles an entrepreneur's transition from chairman/CEO of a large privately held company, to chairman of a public company, to board member, to president of several major nonprofit boards, to founder of a new nonprofit for women business owners and founder of a new...
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Keywords:
Transition;
Leadership;
Nonprofit Organizations;
Governing and Advisory Boards;
Entrepreneurship;
Personal Development and Career;
Gender;
Management Skills;
United States
Hart, Myra M., and Susan Harmeling. "CRA Managed Care, Inc. (C)." Harvard Business School Case 899-070, October 1998.
- 12 Mar 2014
- Lessons from the Classroom
Managing the Family Business: Firing the CEO
the CEO, with manageable consequences that are generally positive. Factor 1: Fit High performing companies require CEOs with the right skill set, decision style, and values. They have strong credibility with...
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- April 2010
- Teaching Note
Global Talent Management at Novartis (TN)
By: Jordan I. Siegel
Teaching Note for 708486.
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- August 2012 (Revised October 2015)
- Technical Note
A Note on Trust
By: Jim Sharpe and Charles H. Green
The effective manager and leader understands and appreciates trust at both the personal and the organizational levels. Most managers focus more on being trusted than on trusting. The best way to be trusted is to be worthy of trust—to be trustworthy.
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Keywords:
Turnarounds;
Leadership Skills;
Financial Crisis;
Entrepreneurs;
Entrepreneurship;
Trust;
Management Style;
Leadership Style
Sharpe, Jim, and Charles H. Green. "A Note on Trust." Harvard Business School Technical Note 813-058, August 2012. (Revised October 2015.)
- 03 Dec 2014
- What Do You Think?
Can the Brilliant Jerk Be Managed Effectively?
interpersonal skills often." Grant Stanley said "rather than dismiss them I have been able to use their skills and abilities to create training materials to share their best practices." Todd...
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by James Heskett